Mamoon Hamid

It is like things are changing left and right. That makes, I think, the job really fun. I just would say that it's the same as it was 25 years ago.

It is like things are changing left and right. That makes, I think, the job really fun. I just would say that it's the same as it was 25 years ago.

Great question, Harry. And I think we all sort of fall victim to those every once in a while, but that can't be the core part of the business. That can be the one that got away and you have to get into this pre-product company because the founder is so exceptional. That can be one out of the 20 deals you do this year. It can't be every single one of them.

Great question, Harry. And I think we all sort of fall victim to those every once in a while, but that can't be the core part of the business. That can be the one that got away and you have to get into this pre-product company because the founder is so exceptional. That can be one out of the 20 deals you do this year. It can't be every single one of them.

Great question, Harry. And I think we all sort of fall victim to those every once in a while, but that can't be the core part of the business. That can be the one that got away and you have to get into this pre-product company because the founder is so exceptional. That can be one out of the 20 deals you do this year. It can't be every single one of them.

Because as you know, Harry, we have to get our ownership at the early stages where you're investing $5 to $10 million for 15 to 20% for the math to work for our funds. And it can't be done if you're investing $25 million at 750 post out of an early stage fund.

Because as you know, Harry, we have to get our ownership at the early stages where you're investing $5 to $10 million for 15 to 20% for the math to work for our funds. And it can't be done if you're investing $25 million at 750 post out of an early stage fund.

Because as you know, Harry, we have to get our ownership at the early stages where you're investing $5 to $10 million for 15 to 20% for the math to work for our funds. And it can't be done if you're investing $25 million at 750 post out of an early stage fund.

Yeah, I think I heard from someone many years ago, you know, 20% of the strategy should be to not be on strategy. In some ways, we have what we call like a YOLO bucket in our funds, and where you just have this extreme conviction around the founder and the company, where you're sort of willing to break the rules.

Yeah, I think I heard from someone many years ago, you know, 20% of the strategy should be to not be on strategy. In some ways, we have what we call like a YOLO bucket in our funds, and where you just have this extreme conviction around the founder and the company, where you're sort of willing to break the rules.

Yeah, I think I heard from someone many years ago, you know, 20% of the strategy should be to not be on strategy. In some ways, we have what we call like a YOLO bucket in our funds, and where you just have this extreme conviction around the founder and the company, where you're sort of willing to break the rules.

So in the age of AI, we have to think about what are we doing? We're not just providing software. We're providing labor. We're providing capabilities that enable people to do 10x the work or 5x the work. And it's helping real labor costs either multiply your abilities as a developer or a doctor or bring costs down. You're not just getting paid for seat-based pricing anymore.

So in the age of AI, we have to think about what are we doing? We're not just providing software. We're providing labor. We're providing capabilities that enable people to do 10x the work or 5x the work. And it's helping real labor costs either multiply your abilities as a developer or a doctor or bring costs down. You're not just getting paid for seat-based pricing anymore.

So in the age of AI, we have to think about what are we doing? We're not just providing software. We're providing labor. We're providing capabilities that enable people to do 10x the work or 5x the work. And it's helping real labor costs either multiply your abilities as a developer or a doctor or bring costs down. You're not just getting paid for seat-based pricing anymore.

You're getting paid for labor. So we're seeing right now is that you have seat-based pricing that was $30 a month, $40 a month, and now you're getting $300 a month, $400 a month, even $500 a month. So simple math is that if you, you know, you go from start to a thousand seats and you got paid $30, you know, you're getting $30,000 a month.

You're getting paid for labor. So we're seeing right now is that you have seat-based pricing that was $30 a month, $40 a month, and now you're getting $300 a month, $400 a month, even $500 a month. So simple math is that if you, you know, you go from start to a thousand seats and you got paid $30, you know, you're getting $30,000 a month.

You're getting paid for labor. So we're seeing right now is that you have seat-based pricing that was $30 a month, $40 a month, and now you're getting $300 a month, $400 a month, even $500 a month. So simple math is that if you, you know, you go from start to a thousand seats and you got paid $30, you know, you're getting $30,000 a month.

If you're getting paid $300, you're getting $300,000 a month. And you're going very quickly from zero to, you know, four or five million in revenue.

If you're getting paid $300, you're getting $300,000 a month. And you're going very quickly from zero to, you know, four or five million in revenue.

If you're getting paid $300, you're getting $300,000 a month. And you're going very quickly from zero to, you know, four or five million in revenue.